How Multi-Unit Franchisees Are Solving Their Employment Challenges, Part 2

In our regular, quarterly profiles of multi-unit franchisees in our Multi-Unit Franchisee magazine, we ask them about employment-related issues: how they are handling rising employee costs, what they are doing to reward or recognize top performers, and what they are doing to take care of their employees. Here’s what three of them had to say in the Q4 issue of the magazine. To see what 3 more multi-unit franchisees had to say on this topic in last month’s issue of this newsletter, click here.

1) Mo Khalil is executive director of Khalil Ventures. The company operates 39 Mathnasium locations. At 44, he has been in franchising for 20 years, and in his current position for 12.

What are you doing to take care of your employees?

We offer an extensive benefit package that includes unlimited PTO, salary bonuses, health benefits, and a 401(k) plan. We are currently creating an equity program where employees can invest in the company and the future.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)?

We’ve had to raise our prices, but we also continue to invest in our people to attract and retain the great ones with benefits, bonuses, and even future investment opportunities.

How do you reward/recognize top-performing employees?

With annual awards that we use to recognize our top performers, and with financial bonuses, constant praise, and feedback.

2) Vicki Dunn-Marshall is the CEO of the VDM Management Group. The company operates  24 Little Caesars and 1 Dog Haus Biergarten. At 62, she has been in franchising for 40 years.

What are you doing to take care of your employees?

Compassion when needed, bonus programs for the achievers, solid training for the underachievers, recognition programs, swag and cupcake parties, and any other fun or motivational ideas we can brainstorm. We’re a team, and there isn’t an “I” in “team.” The team wins together or loses together.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)?

Squeezing everywhere we can and bidding out all services looking for any rising cost pressure relief to have room for employee wage increases.

How do you reward/recognize top-performing employees?

Bonus plans, individual and group awards, and most recently, special rally days. Always looking for new ways.

3) Mike James is the CEO & founding member (owner) of Guernsey Holdings. The company operates 87 Sonic Drive-Ins and 40 Little Caesars restaurants. At 37, he has been in franchising and his current position for 3 years.

What are you doing to take care of your employees?

I’ve described the major points above, but the essential aspects are our focus on training and creating a culture of internal promotions. We provide significant upward movement opportunities for our people.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)?

We make sure that employee compensation properly aligns with that restaurant’s profitability so that team members hold an appropriate stake in the business. If our team is aligned to drive operational and financial results, then they will benefit regardless of the inflationary pressures on the aforementioned items.

How do you reward/recognize top-performing employees?

We organize and host an annual trip for our top performers, as well as provide numerous other awards on a weekly, monthly, quarterly, and annual basis. We go above and beyond for our team.